DOCSLIB.ORG

MAPPING DIGITAL MEDIA: JORDAN Mapping Digital Media: Jordan

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
MAPPING DIGITAL MEDIA: JORDAN Mapping Digital Media: Jordan COUNTRY REPORT MAPPING DIGITAL MEDIA: JORDAN Mapping Digital Media: Jordan A REPORT BY THE OPEN SOCIETY FOUNDATIONS WRITTEN BY Rana F. Sweis (lead researcher) Dina Baslan (researcher) EDITED BY Marius Dragomir and Mark Thompson (Open Society Media Program editors) Aboubakr Jamaï (regional editor) EDITORIAL COMMISSION Yuen-Ying Chan, Christian S. Nissen, Dusˇan Reljic´, Russell Southwood, Damian Tambini The Editorial Commission is an advisory body. Its members are not responsible for the information or assessments contained in the Mapping Digital Media texts OPEN SOCIETY MEDIA PROGRAM TEAM Meijinder Kaur, program assistant; Gordana Jankovic, director OPEN SOCIETY INFORMATION PROGRAM TEAM Vera Franz, senior program manager; Darius Cuplinskas, director 10 October 2013 Contents Mapping Digital Media ..................................................................................................................... 4 Executive Summary ........................................................................................................................... 6 Context ............................................................................................................................................. 10 Social Indicators ................................................................................................................................ 12 Economic Indicators ......................................................................................................................... 14 1. Media Consumption: Th e Digital Factor ................................................................................... 15 1.1 Digital Take-up ................................................................................................................. 15 1.2 Media Preferences ............................................................................................................. 18 1.3 News Providers ................................................................................................................. 21 1.4 Assessments ...................................................................................................................... 26 2. Digital Media and Public or State-administered Broadcasters .................................................... 27 2.1 Public Service and State Institutions ................................................................................. 27 2.2 Public Service Provision .................................................................................................... 30 2.3 Assessments ...................................................................................................................... 31 3. Digital Media and Society ......................................................................................................... 32 3.1 User-Generated Content (UGC) ...................................................................................... 32 3.2 Digital Activism ................................................................................................................ 35 3.3 Assessments ...................................................................................................................... 38 2 MAPPING DIGITAL MEDIA JORDAN 4. Digital Media and Journalism ................................................................................................... 40 4.1 Impact on Journalists and Newsrooms .............................................................................. 40 4.2 Investigative Journalism .................................................................................................... 42 4.3 Social and Cultural Diversity ............................................................................................ 44 4.4 Political Diversity .............................................................................................................. 47 4.5 Assessments ...................................................................................................................... 49 5. Digital Media and Technology .................................................................................................. 51 5.1 Broadcasting Spectrum ..................................................................................................... 51 5.2 Digital Gatekeeping .......................................................................................................... 55 5.3 Telecommunications ......................................................................................................... 56 5.4 Assessments ...................................................................................................................... 57 6. Digital Business ......................................................................................................................... 59 6.1 Ownership ........................................................................................................................ 59 6.2 Media Funding ................................................................................................................. 61 6.3 Media Business Models ..................................................................................................... 63 6.4 Assessments ...................................................................................................................... 64 7. Policies, Laws, and Regulators ................................................................................................... 65 7.1 Policies and Laws .............................................................................................................. 65 7.2 Regulators ......................................................................................................................... 69 7.3 Government Interference .................................................................................................. 73 7.4 Assessments ...................................................................................................................... 75 8. Conclusions .............................................................................................................................. 77 8.1 Media Today ..................................................................................................................... 77 8.2 Media Tomorrow .............................................................................................................. 78 List of Abbreviations, Figures, Tables, and Companies ....................................................................... 79 OPEN SOCIETY MEDIA PROGRAM 2013 3 Mapping Digital Media Th e values that underpin good journalism, the need of citizens for reliable and abundant information, and the importance of such information for a healthy society and a robust democracy: these are perennial, and provide compass-bearings for anyone trying to make sense of current changes across the media landscape. Th e standards in the profession are in the process of being set. Most of the eff ects on journalism imposed by new technology are shaped in the most developed societies, but these changes are equally infl uencing the media in less developed societies. Th e Mapping Digital Media project, which examines the changes in-depth, aims to build bridges between researchers and policymakers, activists, academics and standard-setters across the world. It also builds policy capacity in countries where this is less developed, encouraging stakeholders to participate in and infl uence change. At the same time, this research creates a knowledge base, laying foundations for advocacy work, building capacity and enhancing debate. Th e Media Program of the Open Society Foundations has seen how changes and continuity aff ect the media in diff erent places, redefi ning the way they can operate sustainably while staying true to values of pluralism and diversity, transparency and accountability, editorial independence, freedom of expression and information, public service, and high professional standards. Th e Mapping Digital Media project assesses, in the light of these values, the global opportunities and risks that are created for media by the following developments: the switch-over from analog broadcasting to digital broadcasting; growth of new media platforms as sources of news; convergence of traditional broadcasting with telecommunications. Covering 60 countries, the project examines how these changes aff ect the core democratic service that any media system should provide—news about political, economic and social aff airs. 4 MAPPING DIGITAL MEDIA JORDAN Th e Mapping Digital Media reports are produced by local researchers and partner organizations in each country. Cumulatively, these reports will provide a much-needed resource on the democratic role of digital media. In addition to the country reports, the Open Society Media Program has commissioned research papers on a range of topics related to digital media. Th ese papers are published as the MDM Reference Series. OPEN SOCIETY MEDIA PROGRAM 2013 5 Mapping Digital Media: Jordan Executive Summary With high levels of education and literacy and a youthful population, Jordan is well-placed to explore the opportunities of digital media. Momentum for political reform was catalyzed by the regional uprisings in 2011, prompting modest concessionary measures by the authorities but also a reactionary crackdown on media freedom, with a particular focus on the internet. Th is is not surprising, given that social
Load more

Recommended publications
  • Orange Annual Report 2015
    a letter from the Chairman As an immediate translation of our strategy’s key pillars, roughly JD a letter from the CEO providing a new, more personalized shop experience. Moreover, 200 million has already been invested in providing the best network and in alignment with Orange Group support, we also refreshed and in the Kingdom, which has led to the full-scale launch of our 4G relaunched the Orange brand, focusing on our customers through network, covering 82% of the local population. We also renewed commitments to availability, connectivity, adaptation and simplicity. our 2G and 3G networks, offering multiple connectivity options In the same way that we spent 2015 enriching the experience and innovative services for both individual and corporate clients, of our individual customers, we also continued to accompany while providing exceptional speed and quality. Additionally, we the transformation and growth of our enterprise customers. By inaugurated the first phase of the Regional Cable Network (RCN) forging and maintaining long-term strategic partnerships with key project. This is one of the region’s most vital telecommunications organizations across the nation, becoming a trusted partner to projects; we collaborated with a group of regional operators to additional valuable portfolios of public and private entities, such as Jordan’s recent hotels: Rotana and Ramada Dead sea; the Qatar successfully implement this massive undertaking. and United Arab Emirates’ embassies and chemical industry Our commitments were not limited to our customers, but also leaders JAFCCO (Jordan Abyad Fertilizers & Chemical Co.). targeted our internal work environment and our employees, to We look forward to providing these partners with the telecom whom we owe our success.
    [Show full text]
  • Airbox 4G+ Quick Start Guide @
    Airbox 4G+ Quick Start Guide @ 1 M FR Insérer la carte SIM EN Insert SIM card SIM ES Inserta la tarjeta SIM NL Plaats de simkaart PL Włóż kartę SIM RO Introduceți cartela SIM RU Вставьте SIM-карту http://airbox.home SK Vložte Sim Kartu AR أدخل بطاقة SIM 2 FR Allumer le dispositif EN Switch on the device ES Enciende el dispositivo NL Zet het apparaat aan PL Włącz urządzenie RO Porniţi dispozitivul RU Включите устройство SK Zapnite Airbox AR قم بتشغيل الجهاز Airbox-xxxx 3 Connection x1 ********* x Security Key : *********** FR Se connecter au réseau WiFi de l’Airbox EN Connect to Airbox WiFi network OK Cancel ES Conéctate al WiFi del Airbox Select Airbox NL Maak verbinding met het wifi-netwerk van de Airbox network PL Podłącz się do sieci WiFi Airbox Airbox-xxxx Airbox-xxxx Input password RO Conectaţi-vă la rețeaua WiFi Airbox Xxxxxxxxx RU *********** Подключите WiFi сеть Airbox Xxxxxxxxx SK Nadviažte spojenie s bezdrôtovou sieťou zariadenia Xxxxxxxxx AR إتصل بالشبكة الﻻسلكيه للـ Airbox Xxxxxxxxx Create your password Software update The administrator password allows you to modify the settings of your device. Your password should consist of Auto-update numbers, letters, or characters. Auto-update feature allows you to automatically get the latest version of the software and ensure Login admin the best experience with your device. Password I have read and agree to the updated Privacy Notice 4 5 Weak Medium Strong Confirm password Next Finish FR Lancer un navigateur web et aller sur http://airbox.home EN Create your administrator password
    [Show full text]
  • Jordan Parliamentary Elections, 20 September
    European Union Election Observation Mission The Hashemite Kingdom of Jordan Parliamentary Election 20 September 2016 Final Report European Union Election Observation Mission The Hashemite Kingdom of Jordan Parliamentary Election 20 September 2016 Final Report European Union Election Observation Mission The Hashemite Kingdom of Jordan Parliamentary Election, 20 September 2016 Final Report, 13 November 2016 THE HASHEMITE KINGDOM OF JORDAN Parliamentary Election, 20 September 2016 EUROPEAN UNION ELECTION OBSERVATION MISSION FINAL REPORT Table of Contents Page 1 Key Abbreviations Page 3 1. Executive Summary Page 4 2. Introduction and Acknowledgements Page 7 3. Political Context Page 8 4. Legal Framework Page 10 4.1 Applicability of International Human Rights Law 4.2 Constitution 4.3 Electoral Legislation 4.4 Right to Vote 4.5 Right to Stand 4.6 Right to Appeal 4.7 Electoral Districts 4.8 Electoral System 5. Election Administration Page 22 5.1 Election Administration Bodies 5.2 Voter Registration 5.3 Candidate Registration 5.4 Voter Education and Information 5.5 Institutional Communication 6 Campaign Page 28 6.1 Campaign 6.2 Campaign Funding 7. Media Page 30 7.1 Media Landscape 7.2 Freedom of the Media 7.3 Legal Framework 7.4 Media Violations 7.5 Coverage of the Election 8. Electoral Offences, Disputes and Appeals Page 35 9. Participation of Women, Minorities and Persons with Disabilities Page 38 __________________________________________________________________________________________ While this Final Report is translated in Arabic, the English version remains the only original Page 1 of 131 European Union Election Observation Mission The Hashemite Kingdom of Jordan Parliamentary Election, 20 September 2016 Final Report, 13 November 2016 9.1 Participation of Women 9.2 Participation of Minorities 9.3 Participation of Persons with Disabilities 10.
    [Show full text]
  • Orange Annual Report 2011
    contents 2011 financial highlights 9 best of 2011 17 disclosure schedule report 27 consolidated financial statements 41 His Majesty King Abdullah II “In economic policy, our focus is on jobs-rich growth, innovation, and new enterprise. National investments in infrastructure and education are continuing - and we are seeing results in the success of sectors like ICT”. 3 a letter from the Chairman sectors. We have also worked toward were crowned by the two regional network boosting internet penetration throughout the projects, the Regional Cable Network (RCN) Kingdom, particularly within governorates — a multi-terabit cable system extending beyond the Capital — an endeavor in which from the UAE through Saudi Arabia, Jordan we are trendsetters. We also introduced a and Syria, all the way into Europe — and wide variety of special offers at competitive the JADI Link cable system — a fiber optic prices, making our services more accessible link that will pass through Jeddah, Amman, to various segments of the community. Damascus, and Istanbul, serving as a robust, more reliable alternative route to existing As for customer care and services, what Mediterranean and Red Sea cable systems set 2011 apart was the launch of “Emtiyaz”, for data traffic between Europe, the Middle a program that aims to bolster customer East and Asia. satisfaction across various touch points throughout our operations. This landmark This is in addition to the continued program stems from our unwavering investments by France Telecom in the commitment to our subscribers and to Technocentre Amman — the Group’s first the remarkable customer services that we Technocentre outside Europe, which is based provide — which include an explicit guarantee at our headquarters in Amman and serves as innovation continues: of addressing any technical problem logged an unmatched innovation department that more investments, more achievements on our fixed or ADSL lines within 72 hours develops unique technology solutions bearing — whether through this program or through the Orange brand.
    [Show full text]
  • Gender Portrayal in the Jordanian Media Content
    Gender Portrayal in the Jordanian Media Content An assessment study that aims to fostering gender balance in the media content Analysis of news and current affairs based on UNESCO’s Gender-Sensitive Indicators for Media Supported by findings of a round-table for editors and managers of media organizations, media experts and policy-makers June 2018 1 The designations employed and presentation of material throughout this study do not imply the expression of any opinion whatsoever on the part of UNESCO concerning the legal status of any country, city or area or its authorities, or concerning the delimitation of its frontiers or boundaries. The ideas and opinions expressed in this study are those of the researchers; they are not necessarily those of UNESCO and do not commit the Organization. Dates of research: December 2017 – March 2018 Research team: Senior researcher: Sawsan Zaideh Research assistants: Hadil Al-Biss, Mohammad Omar, Dana Al-Sheikh Illustrations and design: Maya Amer Acknowledgement: The assessment study has been produced by 7iber in close collaboration with UNESCO Amman Office and with the support of the International Programme for the Development of Communication (IPDC). The IPDC is the only multilateral forum in the UN system designed to mobilize the international community to discuss and promote media development in developing countries. The Programme not only provides support for media projects but also seeks an accord to secure a healthy environment for the growth of free and pluralistic media in developing countries. Please send comments to the email: [email protected] 2 Table of Contents 1. Executive Summary 4 2.
    [Show full text]
  • Subnational Governance in Jordan
    THE INSTITUTE FOR MIDDLE EAST STUDIES IMES CAPSTONE PAPER SERIES CENTRALIZED DECENTRALIZATION: SUBNATIONAL GOVERNANCE IN JORDAN GRACE ELLIOTT MATT CIESIELSKI REBECCA BIRKHOLZ MAY 2018 THE INSTITUTE FOR MIDDLE EAST STUDIES THE ELLIOTT SCHOOL OF INTERNATIONAL AFFAIRS THE GEORGE WASHINGTON UNIVERSITY © OF GRACE ELLIOTT, MATT CIESIELSKI, REBECCA BIRKHOLZ, 2018 Table of Contents Introduction 1 Literature Review: Decentralization and 3 Authoritarian Upgrading Methodology 7 Local Governance in Jordan 9 Political Economy and Reform 12 Decentralization in Jordan 15 Decentralization as a Development Initiative 20 Political Rhetoric 28 Opportunities and Challenges 31 Conclusion 35 Works Cited 37 Appendix 41 1 Introduction Jordan is one of the last bastions of stability in an otherwise volatile region. However, its stability is threatened by a continuing economic crisis. In a survey conducted across all twelve governorates in 2017, only 22% of citizens view Jordan’s overall economic condition as “good” or “very good” compared to 49% two years ago.1 Against this backdrop of economic frustration, Jordan is embarking on a decentralization process at the local level in an attempt to bring decision-making closer to the citizen. In 2015, Jordan passed its first Decentralization Law, which continued calls from King Abdullah II dating back to 2005 to “enhance our democratic march and to continue the process of political, economic, social and administrative reform” by encouraging local participation in the provision of services and investment priorities.2 This is the latest in a series of small steps taken by the central government intended to improve governance at the local level and secure long-term stability in the Kingdom.
    [Show full text]
  • The Relationship Between Leadership Styles and Types of Organizational Culture in Orange and Umniah Telecommunication Companies in Jordan: a Comparative Research
    THE RELATIONSHIP BETWEEN LEADERSHIP STYLES AND TYPES OF ORGANIZATIONAL CULTURE IN ORANGE AND UMNIAH TELECOMMUNICATION COMPANIES IN JORDAN: A COMPARATIVE RESEARCH By Hamza Mohammad Saleh AL-Elaumi A Thesis Submitted in Partial Fulfillment of the Requirements for the Degree of Master of Business Administration At University of Petra Amman-Jordan March 2014 THE RELATIONSHIP BETWEEN LEADERSHIP STYLES AND TYPES OF ORGANIZATIONAL CULTURE IN ORANGE AND UMNIAH TELECOMMUNICATION COMPANIES IN JORDAN: A COMPARATIVE RESEARCH by Hamza Mohammad Saleh AL-Elaumi A Thesis Submitted in Partial Fulfillment of the Requirements for the Degree of Master of Business Administration at University of Petra, Amman-Jordan March 2014 Major Supervisor Signature Prof. Hala Abdulqader --------------------- Examination Committee Name Signature 1. Prof. Najem Al-Azawi ---------------------- 2. Dr. Musa Khair Eddin ---------------------- 3. Dr. Abdel-Aziz Al-Nedawi ---------------------- II ABSTRACT The Relationship between Leadership Styles and Types of Organizational Culture in Orange and Umniah Telecommunication Companies In Jordan: A Comparative Research by Hamza Mohammad Saleh AL-Elaumi University of Petra, 2014 Under the Supervision of Prof. Hala Abdulqader This research aims to examine the relationship between leadership styles and organizational culture in the Orange and Umniah telecommunication companies in Jordan. It also aims to investigate and compare between the leadership styles and types of culture in these companies. To achieve these objectives a random stratified sample of (265) employees working at Orange and Umniah companies in Amman/Jordan, was chosen. Leadership styles were measured by means of Burke (1983) instrument which measures the transformational and transactional styles of leadership. Organizational culture was measured by means of Harrison and Stokes (1992) “Diagnosing Organizational Culture” instrument which measures four types of organizational culture: power, role, achievement, and support.
    [Show full text]
  • Orange Business Services Annual Report
    Orange Business Services Annual Report Zebedee demagnetize adamantly. Unpractical and extempore Lenny always determining indeterminately and flushes his demonologists. Polysynthetic and dimetric Julie breeds while springier Marko refuge her lessening unscientifically and tricing voicelessly. EX-151 6 ex151htm Exhibit 151 Excerpt containing the. The principal ingredients we use in our beverage food was snack products are apple orange and pineapple. Elsevier services fall and four market categories Primary. AT A PRICE OF 793 EUROS PER month BY ORANGE BUSINESS SERVICES SA. Comprehensive Annual Financial Report study of Orlando. Orange Business Services IBM. Orange Business Services is confirming its leadership in particular. For years Idaho businesses have let these yellow orange and hopefully not. Financial Reports City of Irvine. And Communities Together FaCT platform annual rate for Fiscal Year FY 201-2019 from district County of Orange Social Services Agency. NICE and Orange Business Services Trading Solutions. 2 Orange County's animal Abuse Prevention Council special Report FY 119. See it shares for programming in annual report focuses on. CEO Orange SA Helmut Reisinger CEO Orange Business Services Revenue 74 billion 2017 Number of. Online Services BizFile All LLC Statements of Information and the required Statement of Information for most corporations can be submitted electronically using a. Orange AnnualReportscom. Statistical Summary Emergency Response to Total Responses By voice Support Services Department 31 200 Highlights Business Services Department. An important reference guide for Annual Report focuses on science the services. ORANGE SERVICES INDIA PRIVATE LIMITED Company. Household Hazardous Waste Collection Centers are closed when raining Additionally landfill customers may experience delays Orange County Government.
    [Show full text]
  • Consolidated Financial Statements 2020 2
    Consolidated financial statements Year ended December 31, 2020 This document is a free translation into English of the yearly financial report prepared in French and is provided solely for the convenience of English speaking readers. Significant events 2020 Tax dispute Covid-19 IFRS 16 concerning Health crisis Lease term fiscal years 2005-2006 The effect of the health crisis on the In December 2019, IFRS IC issued On November 13, 2020, the Conseil Group’s business and performance, its final decision on the determination d'État issued a favorable decision on the judgments and assumptions of the enforceable period of leases. a tax dispute in respect of the years made, as well as the main effects of 2005-2006. the crisis on the Group’s consolidated financial statements are The effects of this decision on the presented in Note 3 “Impact of the Group are presented in Note 2.3 As at December 31, 2020, the health crisis linked to the Covid-19 “New standards and interpretations current tax expense includes tax pandemic”. applied from January 1, 2020”. income of 2,246 million euros. Note 3 Note 2.3.1 Note 11.2 Consolidated financial statements 2020 2 Table of contents 7.4 Executive compensation ......................................................... 64 Financial statements Note 8 Impairment losses and goodwill ................................... 64 8.1 Impairment losses................................................................... 64 Consolidated income statement................................................... 4 8.2 Goodwill ................................................................................. 65 Consolidated statement of comprehensive income ...................... 5 8.3 Key assumptions used to determine recoverable amounts ...... 65 Consolidated statement of financial position ................................ 6 8.4 Sensitivity of recoverable amounts .......................................... 67 Note 9 Fixed assets ...............................................................
    [Show full text]
  • Annual and Corporate Responsibility Report France Telecom 2009
    annual and corporate responsibility report France Telecom 2009 2 message from Didier Lombard 4 interview with Stéphane Richard 8 key fi gures 12 corporate governance 20 responsible commitment 22 nurturing positive interaction 24 people at the heart of the enterprise 28 building confi dence in the digital world 30 sharing opportunities 33 encouraging eco-citizenship 36 Orange Foundation 38 growth strategy 40 the market 42 innovation 44 focus on very-high-speed broadband 46 networks 49 service quality 52 content 54 focus on social networks 55 audience 56 e-health 58 a balanced geographic presence 60 map of international operations 62 France 66 United Kingdom 68 Spain 70 Poland 72 other European countries 74 focus on market consolidation 75 Africa, Middle East and Asia 78 businesses 82 consolidated fi nancial statements contents 90 glossary There are times when our certainties are shaken, when our sense of corporate community is called into question, when economic difficulties are exacerbated by a feeling of helplessness among the people of the company, and 2009 was clearly one such period. Yet the brutal awakening has proved salutary and at every level our Group has recognized the need for vigorous action as we put people back at the heart of what we do and restore the confidence of our employees. This is how we will move forward together to even better satisfy the needs of our customers around the world. The diversity of talent throughout France Telecom Orange is our greatest strength. Through examples from eight of our host countries, we invite you to take a closer look at our vision of services that benefit everyone.
    [Show full text]
  • List of 4G Partners in Countries Around the World
    List of 4G partners in countries around the world Country Network ALBANIA AMC (Albanian Mobile) ANTIGUA & Cable & Wireless Caribbean Cellular (Antigua) BARBUDA Limi ARGENTINA Telecom Personal AUSTRALIA Optus Communications AUSTRALIA Telstra AUSTRIA T-Mobile Austria AZERBAIJAN Bakcell BAHRAIN Batelco BELGIUM Mobistar BULGARIA Globul - Cosmo Bulgaria CANADA Telus CANADA Bell Mobility CANADA Rogers Communications CAYMAN ISLANDS Cable & Wireless (Cayman Islands) (LIME) CHINA China Mobile (old) CHINA China Unicom CROATIA T-Mobile Croatia CYPRUS MTN Cyprus CZECH REPUBLIC T-Mobile Czech DENMARK Telia Mobile DENMARK Tele Danmark Mobil DENMARK Telenor A/S Denmark DOMINICAN REPUBLIC Orange Dominican Republic EGYPT MobiNil ESTONIA Estonian Mob Tel ESTONIA Tele2 Estonia FINLAND TeliaSonera Finland Oyj FRANCE Orange France FRANCE Bouygues Telecom GERMANY Telefonica Germany GERMANY T-Mobile Germany GREECE Wind Greece GREECE Cosmote Mobile Telecom GUERNSEY C&W Guernsey (GRN) HONG KONG SmartTone HONG KONG CSL HUNGARY Pannon GSM HUNGARY T-Mobile Hungary ICELAND Vodafone Iceland INDIA - Andhra Pradesh Airtel Bharti [Andhra Pradesh] INDJH - 40449 INDIA - Chennai Airtel Bharti [Chennai] INDSC - 40440 INDIA - Delhi Airtel Bharti [Delhi] INDAT - 40410 INDIA - Haryana Airtel Bharti [Haryana] INDA5 - 40496 INDIA - Himachal Pradesh Airtel Bharti [Himachal Pradesh] INDBL - 40403 INDIA - Karnataka Airtel Bharti [Karnataka] INDJB - 40445 Country Network INDIA - Kerala Airtel Bharti [Kerala] INDA7 - 40495 INDIA - Kolkata Airtel Bharti [Calcutta] INDMT - 40431 INDIA
    [Show full text]
  • Orange Annual Report 2020
    His Majesty King Abdullah II Ibn Al-Hussein King of the Hashemite Kingdom of Jordan 1 His Royal Highness Crown Prince Al Hussein bin Abdullah II 2 3 A letter from the Chairman A letter from the CEO making their lives easier, improving their standards of living, universities’ students. Other initiatives included keeping lines for alleviating poverty, supporting education, spreading internet our customers with unpaid bills active and granting free gigabytes culture, and supporting sports and art activities. during lockdown, alongside providing free data bundles for all our Our role remains active in supporting digital inclusion, digital customers worth JD 6,400,000 during the lockdown period. education, and entrepreneurship; most evident in launching However, the government and National Electric Power Company’s Orange Digital Village that comprises various initiatives such decision to secure the imbalance between production and as Business Innovation Growth (BIG), which supports startups, consumption in the national electricity network entailed disconnecting and Coding Academy by Orange.The Academy trains youth for our Solar Farms during the lockdowns and curfew periods, which in employment. We have established 14 digital centers across turn had a severe impact on our costs due to the very high electricity the Kingdom. These programs adopt talented Jordanian youth rate set for telecom companies. and help them turn their ideas into projects that contribute to During 2020, Orange Jordan continued investing massively in economic growth. FTTH (Fiber to the Home) network in the country, especially outside To enhance performance in line with its central role in digitizing Amman, in Irbid, Aqaba, Zarqa and Madaba, therefore remaining the Jordan, Orange Jordan continued to empower its staff by first in fiber home connection in the Kingdom thanks to the service’s training them on all that is new in technology; qualifying them, raising their level of performance, and enhancing their affiliation efficiency and speed.
    [Show full text]